Certified ScrumMaster Training (Scrum Alliance)
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M1 — The Scrum Guide: Pillars, Values and Empiricism
Transparency, inspection and adaptation: the three pillars of Scrum
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Commitment, focus, openness, respect and courage: the five values
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Empiricism: deciding from what can be observed rather than assumed
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Scrum as a lightweight framework and what it deliberately leaves open
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How the 2020 Scrum Guide reshaped the team, the events and the artifacts
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The difference between the theory in the Guide and Scrum on a real team
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M2 — Accountabilities: Product Owner, Scrum Master, Developers
Product Owner: one person accountable for the Product Backlog and value
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Scrum Master: a servant leader accountable for the effectiveness of the team
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Developers: the professionals who build the Increment every Sprint
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Accountabilities rather than job titles: reading an org chart the Scrum way
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Coaching a Product Owner who wants to assign work to the Developers
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Moving a functional team from feature teams into a single Scrum Team
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M3 — Events: The Sprint and the Five Events Inside It
The Sprint: a fixed-length container for all the other events and work
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Sprint Planning: the Sprint Goal, the selection and the plan
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Daily Scrum: a 15-minute inspection of progress for the Developers
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Sprint Review: inspecting the Increment with stakeholders and adapting
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Sprint Retrospective: inspecting the process and planning improvements
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Cancelling a Sprint: the authority, the trigger and the handover
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M4 — Artifacts: Product Backlog, Sprint Backlog, Increment
Product Backlog: an emergent, ordered list and the single source of work
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Sprint Backlog: the Sprint Goal, the selected items and the plan
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Increment: a usable slice of product that must meet the Definition of Done
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Refinement: splitting, sizing and ordering items before they are selected
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The three commitments: Product Goal, Sprint Goal and Definition of Done
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Progress measures: burndown, velocity and throughput and when each misleads
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M5 — Servant Leadership and the Scrum Master Stance
Servant leadership: clearing impediments without taking the work over
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Facilitating the Daily Scrum, Review and Retrospective to a timebox
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Running a retrospective that produces one change the team will keep
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Confident neutrality when the Product Owner and the team disagree
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Coaching questions that make a team solve its own problem
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Removing a real blocker: policy, tooling, dependency or a person
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M6 — Working with Stakeholders, Product and Quality
Stakeholder engagement beyond the Sprint Review and the Product Goal
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The product goal and the vision the team is asked to deliver
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Handling a dependency on another team that nobody owns
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Quality practice: defect handling, technical debt and the Definition of Done
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Where Scrum ends: knowing when a second team or another framework is needed
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Metrics that push a team to local optimisation, and what to use instead
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M7 — The CSM Exam: Format, Traps and Preparation
The exam format: 60 questions, 90 minutes, 70% to pass
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Question types: multiple choice, multiple answer and ordering items
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How the three pillars are tested in the scenarios you will see
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Common traps: the Product Owner answering a developer question
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Time management across 60 questions and the order to attempt them in
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Two timed practice papers and a score review by topic
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M8 — Capstone: Live Sprint Simulation and Exam Readiness
Facilitating a full sprint simulation from Planning to Retrospective
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Running a live Sprint Planning with a real backlog and a real goal
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Facilitating the Review and the Retrospective under observation
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Writing the coaching log for the simulated team and its blockers
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Sitting a timed 60-question CSM practice paper
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Defending your facilitation decisions in the observed retrospective
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